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Tony Langham is the Executive Chair and co-founder of Lansons, a reputation management and public relations firm based in London and New York. We discuss the importance of approaching reputation management as the way people perceive each other and companies. With an increased focus on ESG, Tony explains how companies need to change their behaviour to stay relevant. We also discuss anti-racism, balancing tension with comfort and much more!
I loved Tonyās explanation of balancing adrenaline and tension with comfort in order to create change, and engage employees (including yourself!) without leading to chaos and burnout. Itās a delicate balance that many organisations and leaders are grappling with today. Itās also good to hear a white male championing anti-racism and understanding the changes in behaviour that are required to do so. After 33 years of leading a business and a team, Tony really understands what makes people tick and goes the extra mile to make his organisation one of the UKās Great Places to Work.
Where do you need to find more balance? What changes in your behaviour would make your team or organisation a great place to work?
Topics covered:Reputation managementBehavioural changeBalancing adrenaline, tension and comfortAnti-racismInclusivityPurposePartnershipOther free resources:Take the Team Performance Scorecard and discover the 12 hidden dynamics of your teamās performanceDownload White papersSign up for our Weekly Leadership Hints and TipsConnect with Jude Jennison on Linked Inwww.judejennison.com
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Tara Rule is the Senior Director of Commercial Strategy Go to Market and Operations at Adobe, responsible for looking at how Adobe make smart commercial decisions. Tara manages to juggle her full-time role as a director in a fast-paced global business with launching a leadership programme, being a working mum as well as a professional coach. She talks about the importance of curiosity in leadership, the power of having a positive mindset without sugar-coating reality and how we need to look after our teams. And much more!
Tara is so inspirational. Her energy appears to be boundless and she seems to have worked out how to focus on what is critical so she can achieve many things without burning herself out. I also liked the fact that the leadership programme she has implemented doesnāt require one person to do everything. It spreads the load by including many people and enables leaders to collaborate, think creatively and be empowered to shape things.
How do you empower your team to be a part of the solution, both the design and the implementation? How could you take more pressure off yourself by not having all the answers?
Topics covered:Coaching in businessCuriosityDeveloping leadersWorking mumCollaborationOther free resources:Take the Team Performance Scorecard and discover the 12 hidden dynamics of your teamās performanceDownload White papersSign up to our Weekly Leadership Hints and TipsConnect with Jude Jennison on Linked Inwww.judejennison.com
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Dr Mersha Aftab is the co-host director for MA Design Management courses at Birmingham City University. She specialises in design leadership within large organisations, exploring how designers design and lead strategically in business. We discuss how designers have a voice and a platform to give them the agency to lead even though they don't have the position in an organisation. We cover emotional intelligence, designing the future and the skills needed to act as a bridge between user experience, technology and business.
I like the idea that design management is the bridge between design and business, enabling business to create meaningful products for customers. Iām also struck by the reminder that professionals need to develop new skills in every part of the business. In this case, design thinking requires business to explore business viability, functionality through technology, and desirability from the user experience side. And it's the perfect combination of these three things that make a good product or a good service. And that at the heart of all of this is the emotional intelligence to explore things from different points of view and collaborate effectively together.
How do you ensure that business, technology and user experience or employee experience all come together in a seamless way in your business?
Topics covered:Design managementCollaborationHuman-centred designEmotional intelligenceUser experienceOther free resources:Take the Team Performance Scorecard and discover the 12 hidden dynamics of your teamās performanceJoin our monthly Team Performance webinarsDownload White papersSign up for our Weekly Leadership Hints and TipsConnect with Jude Jennison on Linked Inwww.judejennison.com
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Phill Elston is Operations Director of Brompton Bicycle and is responsible for leading the manufacturing organisation in the production of the famous Brompton bicycles. Phill joined the company because his values were aligned, and he felt able to express himself. He talks about the importance of being driven not being at the expense of having joy and fun and seeing a team as an organism. He has a special way of bringing his team together called āRum and Cokeā that has transformed the relationships and results.
I enjoyed hearing about Phillās leadership style and the way he encourages his team to be themselves. I particularly loved his phrase: āI like being myself because it takes less caloriesā! So true! The ongoing and constant disruptive change people are experienced often leads to fear and Phillās approach to helping his team navigate those fears is refreshing. If we can encourage people to be themselves and show up fully, we can resolve tension and differences of opinion more quickly before they build out of proportion.
What are you currently concerned about? What would the authentic version of you think, say and do?
Topics covered:Leading a teamBeing driven to create results by having funAuthenticityTransforming a teamRemote working and collaborationTeamwork in sports and the MarinesOther free resources:Take the Team Performance Scorecard and discover the 12 hidden dynamics of your teamās performanceJoin our monthly Team Performance webinarsDownload White papersSign up to our Weekly Leadership Hints and TipsConnect with Jude Jennison on Linked Inwww.judejennison.com
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Sarah Foster is the Managing Director of Comply Direct, an environmental consultancy and compliance business. She is also the author of Yabba Dabba Do It, a book on self-confidence. Sarah shares her three steps to self-confidence ā Prepare, Do and Review. We also talk about the environment, of course, Sarahās business is based on it but we also discuss relationships, emotional intelligence, boundaries and so much more!
I love how Sarah brings everything back to confidence because, at our heart, weāre all ethical and responsible and want to do great work. We often know what we want to say and do, but when things get tricky, we can so easily get pushed off course and modify our behaviour based on other peopleās expectations. Ture collaboration is when we have the confidence to show up fully with what we think and feel and work through differences of opinion that may exist with others.
Where are you holding back? What differences of opinion need to be resolved? Trust in your self-confidence and show up fully today. You might even surprise yourself!
Topics covered:The environmentCop 26Environmental consultancySustainabilityThree steps to self-confidence ā Prepare, do, ReviewConfidence to say no
Other free resources:Take the Team Performance Scorecard and discover the 12 hidden dynamics of your teamās performanceJoin our monthly Team Performance webinarsDownload White papersSign up for our Weekly Leadership Hints and TipsConnect with Jude Jennison on Linked Inwww.judejennison.com
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Rich Horth is Operations Director for Adecco, a large recruitment agency with 80 offices throughout the UK. Rich talks about the great resignation, how that creates a candidate led market and what that means for employers. With the highest number of vacancies ever seen, Rich talks about the importance for organisations to look after their employees and keep people engaged. He shares some of the things they do at Adecco to make work more fun.
It's easy to think that people leave their job for more money but all the research shows that people leave because of their manager. Not every organisation can pay top salaries so Iām glad Rich offered some alternatives that show people that the organisation cares about them. Ultimately if we know the job market is candidate led and people are looking for more purpose and a greater sense of enjoyment in teir role, every manager needs to consider how they can create that for their team. We donāt need to keep people in jobs they donāt want to be in so sometimes people moving can be an opportunity to do things differently.
Who in your team is disengaged and what might you do differently to either re-engage them or reorganise the way you lead your team?
www.judejennison.com
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Cathy Brown is the Chief Executive of i-SE, a social enterprise that provides business support services for social enterprises in the West Midlands. Cathy brings a wealth of experience from both the commercial sector as well as social enterprises and social movements. We discuss the importance of having a strong sense of purpose in an organisation and the importance of social value in business.
Talking to Cathy, Iām struck by how everything comes down to connection and communication. If we build good relationships and we communicate effectively, we can do great work in the world that has a positive impact on society. That sounds so easy yet we all know how tricky relationships and communication can be!
The purpose of my own business is to enable people to thrive at work through connection and communication. I wonder if we switched our perspective to enabling humans to thrive, we might deliver work that was more purposeful and ultimately lead the change we need to see in the world
What change do you want to see in the world and how does your work lead or support that change?
www.judejennison.com
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Bella Lewis-Smith is the founder and MD of Salad, a design and digital agency based in Dorset in the UK. Bella talks about the process of selling her business to become a 100% employee-owned business and the challenges she faced along the way. She explains how selling the business into an employee-owned trust enabled her to be much more honest about what she wants personally.
Even though Bella is still the MD, I canāt imagine how hard it was to let go of making all the decisions when the company was founded by her in the first place. That speaks volumes about her willingness to be bold and courageous, to work through the difficult conversations and build a deeper level of connection and trust in the process. Whether you are considering an employee-owned business model or not, there is much take from her radical honesty and ability to bring people with her.
Where are you not being honest, either with yourself or with others?
What would you say if you spoke with the radical honesty that Bella mentions?
www.judejennison.com
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Jane Huntington is the Head of Application Development for Guide Dogs. Iāve worked with Jane and her team and I have some understanding of the complexity and volume of technological change that they are leading. Jane talks about using an agile way of working to lead change, continually taking the next step forward, reviewing progress and adapting quickly where needed. And of course, she reminds us that accessibility is critical when using technology so we donāt leave people behind.
What Jane and the Guide Dogs team have done is enhance the way they communicate as a result of remote working. I love how they have a culture of learning something and building on what works and dropping what doesnāt. You can only innovate if you are willing to embrace trial and error. Jane is a reminder that we can use technology to deepen connections but itās how we use it that matters. That of course is down to humans, to us as leaders.
Who do you want to create a deeper connection with and how might technology enable that to happen?
www.judejennison.com
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Sope Agbelusi is a leadership consultant and coach and founder of the business Mindset Shift and the podcast host of Everyday Leadership. We discuss the need for courage and vulnerability in order to be authentic and have an inclusive workplace. Sope outlines the steps needed to create an inclusive workplace and is clear that the conversation is just beginning.
I loved how Sope reminds us that creating an inclusive workplace and society doesnāt need to be a mountain to climb but to consider it a bridge to cross to create connection. That can fundamentally shift the way we approach it because when something feels enormous, there is a tendency to drop it and see it as too big a problem. Instead, the invitation is to look at which bridge we can build to support one person and one conversation.
Who would benefit from your ability to build bridges and create connection?
How might that shift the mindset, behaviour and culture in your organisation?
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Lee Evans is the founder of Mind Power Solutions and coaches the British Armyās leadership as well as elite athletes and business owners. He talks about how fear is the biggest challenge that every leader faces and how we need to change our relationship with it, moving from avoiding it to working through and with it. We also talk about finding your flow and the importance of self-awareness, especially when you are out of your comfort zone. Leeās story of working in Afghanistan where he didnāt live his value around listening was such a powerful one and a reminder of how difficult it is to balance different values and be inclusive where others may have a different set of values. I echo his belief that living values is a courageous act and defining them without living and breathing them is worse than not defining them at all. How well are you living your values? What happens when your values are at odds with those in your team?
Contact Lee: www.highperformancegrowth.com
Contact Jude: www.judejennison.com
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Mary Gregory is a leadership consultant and coach and the author of the book Ego: Get over yourself and lead. We discuss the emotional side of change and the need to include the people side of change as a priority. Mary unpicks the ego in leadership and in relationships, exploring how it can be useful, as well as how it can get in the way. We discuss the shadow side of leaders, the importance of self-awareness and making conscious choices in service of the team and organisation.Talking to Mary, Iām reminded of the importance of fine-tuning, to reflect on the choices we are making moment by moment in how we relate to others so that we get the best out of teams as well as bringing our best leadership to work.What small change might you make today to make you more effective as a leader?www.judejennison.com
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Rebecca Mander is the Founder of https://www.guruyoucoach.com/ (GuruYou coaching). As an executive coach, she specialises in supporting people in business who are undergoing personal setback. None of us are strangers to personal setbacks. We all experience challenges in life and work. Rebecca is an inspiring leader who has turned her own personal setback into a business supporting others. I first met Rebecca two years ago and I invited her to share her personal story on this podcast. Her story is both heartbreaking and inspirational. She has applied what she knows and it works.Iām always struck by what it takes to bounce back from personal setback and how we all do it in different ways. Rebecca is one of the most warm-hearted, generous and giving people Iāve ever met. Her warmth always lifts a room. Sheās a testament to the incredible human spirit and what we can overcome. The key thing is reaching out for support ā something she does wholeheartedly as well as giving generously. I encourage you to do the same.Whatās your biggest challenge and who might support you and give you a new perspective on it?www.judejennison.com
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Rachel Fletcher is the CEO of Ofwat, the water regulator for England and Wales. Rachel shares the challenges for the water industry of the increased demand for water and the expectations on the environment. She talks about collaboration with different companies, as well as local environmental groups, communities and end users. Partnerships and collaboration are the key to everyone being part of the solution, a message that is very relevant to other businesses and industries too.The subtlety of collaboration requires an ability to have humility, vulnerability and to relinquish control. In talking to Rachel, Iām struck by the delicate balance of problem solving in an emotionally intelligent way using the data and science to inform and guide. Our world is no longer binary, so we need to work in a more systemic and distributed way so that everyone becomes part of the solution. I think this applies to any business and industry. How can you collaborate with others outside of your team or organisation?http://www.judejennison.com/ (www.judejennison.com)
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Jess Lonsdale is Internal Communications Director for Virgin Media. We discuss the importance of engaging in dialogue in a crisis to stay connected to employees. We also discuss the vulnerability of emotional connection, bringing your whole self to work, being more human in the workplace, changing the world, pushing boundaries, empowering others, resilience, and so much more!
My head was buzzing after talking to Jess. We covered so much – from remote working to being human. Jess’s warmth shines through and it shows that when there is the desire to create emotional connection, we can drop the masks and just show up as human beings. I love Jess’s view that we should try to change the world. I think if we all do a piece of that, we genuinely can.
How does your work make a difference? In your team? Your business? And in the wider world?
And how can you create a more human conversation in your team?
http://www.judejennison.com/ (www.judejennison.com)
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Deb Leary is the CEO of Forensic Pathways, a business she set up in 2001 after overhearing a chance conversation at a police conference. Deb has built her business on innovation, designing products and services that meet specific market needs in the security sector, despite having no prior experience in that market. She talks honestly about the need to know when to let go of products when they are not hitting the mark and to continually look forward, hone those products or develop something new. At a time when every business is having to adapt, it is crucial to consider what needs to be re-designed, dropped or created.I loved Debās approach to building a team who are better than her, as well as the stories of the family rows they have had round the table. Wouldnāt you love to be a fly on the wall for those? Seriously, Iām inspired by her ability to stay focused on pulling the team together despite their differences of opinion, and the ability to achieve a common goal whilst also providing space for the team to make mistakes. I particularly enjoyed her line: āYou have to let your team breathe or youāll stifle creativity.ā With the current uncertainty, leaders and teams definitely need to find a more emergent and fluid way of working together, without the need to control.Where do you need to let go of control?What might creativity open up for you and your business?www.judejennison.com
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Rachel Repper led the COVID-19 response for the NHS Supply Chain. She was responsible for ensuring that hospitals had the right equipment to deal with the COVID-19 crisis. Peopleās lives literally depended on her decision-making. She talks about the challenges of leading in a crisis, the learning curve of working with a new and expanded team and how having a shared purpose generated focus and commitment. Sheās frank about her limitations as a leader and aware that others can do things better than she can. Such an enlightened and important awareness to have when she was right at the sharp end of getting equipment out to the NHS right at the heart of the COVID-19 crisis.The image I had talking to Rachel is that her mobile phone is like a brick, full of phone numbers of people she can call on, no matter what the crisis is. Building and using the power of your network is underestimated but Rachel recognises that she canāt solve problems alone and having that extended network literally in the palm of her hand enables her to make better decisions collaboratively. I find it a comforting thought to know that in our mobile phones we might just have the answers to all the worldās problems if we are open to reaching out to others.How willing are you to help others?How willing would they be to help you if you reached out to your network?How might you develop your network in a more collaborative way? Somebodyās life might just depend on it. www.judejennison.com
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Welcome to Rethinking Leadership podcast. Iām Jude Jennison, the host of this podcast and Founder of Leaders by Nature, a leadership and team development company. I work with senior leadership teams to help them align through behavioural change.I'm pausing the rethinking leadership podcast for the next four weeks, because I've just launched the Innovating Humanity podcast, which is the official podcast for Birmingham Tech week. I'll be interviewing leaders from technology businesses who are at the forefront of changing how we live and work and Iām asking them to share the great work they are doing and challenging them to reflect on how we use technology to be more human and let technology enhance our lives.I hope you find the conversations as enlightening and inspiring as I do.How does technology enhance your life and work? And how can you use it more consciously to be more human?http://www.judejennison.com/ (www.judejennison.com)
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Jane Ashcroft is the Chief Executive of the Anchor Hanover Group, Englandās largest not for profit provider of housing and care for older people. Jane was awarded a CBE in the 2013 New Year Honours for services to older people, some 7 years ago but as youāll hear, her passion and enthusiasm for older people has definitely not waned. She talks about the importance of listening and collaboration as a CEO balanced with clarity, scorecards and compliance. I think thatās a tough balance to juggle that she seems to have mastered in her organisation. Jane has encouraged me to think differently about ageing, both in the workplace and for me personally. She was so inspiring in her ideas. I enjoyed hearing about her Grip and Pace approach ā the idea that we need to have a grip on the basics and approach change with the appropriate pace. I was struck by the idea that a diverse workforce that spans 4 or 5 generations can work collaboratively together if they have a shared passion and listen to each otherās points of view. Thatās so crucial.How do you find the balance between scorecards, compliance and collaborative thinking?How do you encourage diversity of thought as the basis for getting results? www.judejennison.com
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Adrian Packer CBE is the CEO of the Core Education Trust, who run a number of academy schools in the Birmingham area. Adrian has a fascinating career, having started as a teacher at the Brit School, teaching pupils such as Amy Winehouse. He was given the unenviable task of turning around a number of failing schools. He’s keen to point out that academically the children were excellent but the governance and finances were all over the place. Here’s what he has to say about aligning a team in a crisis.
I loved Adrian’s dogged determination balanced with a collaborative approach. Those two things might seem at opposite ends of the spectrum but I’m impressed by his ability to hold the polarity of strength and gentleness. He had “One love” as his mantra, knowing that he had tough decisions to make and a variety of stakeholders with differing needs and opinions to manage. I think that speaks volumes about Adrian’s ability to lead and he’s honest about how challenging it is to lead a team in crisis.
Where do you need to balance dogged determination with collaboration?
Where might a “One love” approach help you with tough decision-making?
www.judejennison.com
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